Welcome to Newcastle University

1. Welcome to Newcastle University

2. Welcome and Introduction to the Programme Helen Doyle Staff Development Manager

3. Programme • Welcome and Introduction • Vision 2021 and the way ahead • Strategic Objectives – Counting What Matters • Coffee • Organisation, Structure and Governance or Who Runs Your University? • Human Resources at Newcastle University • Staff Development Opportunities • Professional Association/Trade Union Representation • Lunch – Close • Tour of campus (optional)

4. Questions to answer 1 What is the University’s core business? 2 Who are its key senior people? 3 How is the University organised and governed? 4 What are the University’s policies on employment-related matters? 5 What opportunities will be available to you for development and training?

5. Vision 2021 and the way ahead Professor Tony Stevenson PVC – Planning and Resources 13th January 2014 http://www.ncl.ac.uk/documents/vision2021.pdf

8. Vision Our vision is of Newcastle as a civic university with a global reputation for academic excellence “A world-class civic university” “Excellence with a purpose” • Two questions we always ask about our work: • What are we good at? • What are we good for?

9. Mission To be a world-class research-intensive university To deliver teaching and facilitate learning of the highest quality To play a leading role in the economic, social and cultural development of the North East of England Core Functions • Research & Innovation • Learning & Teaching • Engagement

10. Institutional Objectives Top 20 in the UK for research Top 20 in the UK for student satisfaction Focus on three societal challenge themes: Ageing Social Renewal Sustainability A significant international, national and regional profile and reputation Financial and environmental sustainability For each objective, what are our KPIs? E.g: • Research income / FTE • Citations • PhD graduations / FTE For each KPI, what is the target? E.g: • ≥ Russell Group median

11. Societal Challenge Themes Science, Agriculture & Engineering Humanities & Social Sciences Medical Sciences Excellence (Faculties) Ageing Sustainability Social Renewal Purpose (Addressing Societal Challenges )

12. Core function and Faculty objectives Research Objectives Learning and Teaching Objectives Engagement and Internationalisation Objectives Medical Sciences Objectives HaSS Objectives SAgE Objectives Each set of objectives is followed by KPIs and Targets

13. The new world, since Sept 2012 Fees: Students pay for practically the entirety of their teaching. The state may, in some areas, contribute a top-up The change in funding arrangements: University teaching income used to come from state (i.e. taxpayers’) money via HEFCE. In the new system it comes from student fees via Student Loans Company. Our HEFCE direct grant will decline from ±33% of income pre-2012 to ±20% Our overall state funding will decline from ±46% of income to ±34% of income Student tuition fees will rise from ±27% of income to ±40% of income Deregulation of Home Student Numbers: Initially a somewhat complicated “core and margin” model Free-market recruitment of students with A-levels at AAB+ for Sept 2012, and ABB+ for Sept 2013, and any student from Sept 2015 Increasingly fierce competition “Flat-cash” settlement on research

14. So… 40% of our income is premised on recruiting the requisite number of good students, and meeting their expectations ... in an increasingly competitive free-market HE system Please keep this in mind for Visit Days, teaching, feedback & assessment, and all activities relating to student satisfaction.

15. Rankings

17. Rankings ctd

20. Current priorities REF submission – 27th November submitted Quality and reputation (“Raising the bar”) Growth possibilities

21. Reiterate what we believe in The concept of a world-class civic university Excellence with a purpose Research-informed teaching One University Broad academic base Parity of esteem between research and teaching Education for life

22. Conclusion We have built a good base: Healthy financial position Still recruiting staff Strong academic reputation Great student experience in a great city Good employability record International footprint But the future is not predetermined ... There’s a lot of work to do

23. Thank you, and welcome

24. Newcastle University’s Strategic ObjectivesCounting What Matters Steve Frater Director of Planning

25. Newcastle University 2013/14 Total Student Population 22,874 Diversity & Balance About 5,000 staff

26. Institutional Objectives Top 20 in UK for Research Top 20 in UK for Student Satisfaction Focus on Three Selected Societal Challenge Themes Significant International, National and Regional Profile Financial and Environmental Sustainability Where do we fit in?

27. 1. Top 20 in the UK for Research What do we focus on? • Being Research Intensive Research Strategies in all Schools Focus on prestige publications Research Informed teaching • It’s expensive & competitive Average income per academic staff member Total Research income trends Regional and national comparisons • National Assessment Process Research Excellence Framework Currently 27th Quality. 17th Power • What is it good for? Impact Benefit to society Citations News Patents Spin out companies Cash Reputation Commerce

28. 1. Top 20 in the UK for Research How Good ? Research Assessment Exercise 2008 In 26 of 38 Units of Assessment ≥ 50% = internationally excellent or world leading

29. 1. Top 20 in the UK for Research Breadth & Depth Ageing and Health The Fusion of Arts, Science, Culture and Heritage CancerCell and Molecular Biology Computing and Software Reliability Digital Media Energy Engineering Biology System Biology and Molecular Agriculture Engineering Design The Environment, Sustainability and Earth Systems Ethics Life Sciences Gender and Woman’s Studies Health Services Research Human Genetics Informatics Chemical Processing Language and Linguistics Marine Engineering Medical Imaging Music Nanotechnology Neurosciences – Psychology, Brain and Behaviour Public Policy The Rural Economy Sensors, Biosensors and Electronics Stem Cells Urban and Regional Development Water

30. Research Grants & Contracts Income (£k) £k

31. Entry Standards (AAB in 2012, ABB in 2013-2015) Widening Participation - Low Participation Neighbourhoods, Social Groups Attendance Internal Surveys National assessment processes - Quality Assurance - Student Survey (National Student Survey NSS – 90% target) Employability - Overall - Graduate level jobs in Times league table Post Graduate Student numbers & Satisfaction Surveys Post Graduate Research Degree Completion rates 2. Top 20 in the UK for student satisfaction What do we focus on?

32. 90% institutional minimum for student satisfaction 23 Questions in 7 areas • Teaching on my course • Assessment and feedback • Academic support • Organisation and management • Learning Resources • Personal Development • Overall Satisfaction 2013 - 90% (89% last year) (Sector 86%) 10th= nationally 4th= out of 24 in Russell Group Issues ? • We have an objective of 90% on Overall Satisfaction 90% in 30 subjects, out of 48 Success • Assessment and feedback – 70% (up from 67%. Sector average - 72%) • Ability to access general IT resources - 92% (up from 86%. Sector - 87%)

33. 2. 90% institutional minimumfor student satisfaction How did you do in 2013 ?

34. 3. Focussed on 3 Societal Challenge Themes What do we focus on? • One theme launched for each of three years. Then ongoing. • Expertise at Newcastle • Global interest, local resonance • Public Engagement • Led by a Faculty, but multi disciplinary. • Ageing • Sustainability • Social Renewal • Broad Staff commitment - Not just a few research stars • Outputs – Debates, Conference, Lectures, Presentations, Competitions, Alumni engagement, Commercial engagement • Societal impact. Themes that affect us all

35. 4. A Significant International Profile What do we focus on? • Strategic Partners Groningen (Netherlands) Monash (Melbourne, Australia) (Medical Research, Joint PG Degrees, Academic & Student Exchanges) • In Country Delivery Numed Malaysia Medical Campus Singapore Institute of Technology Chemical Engineering Food and Human Nutrition Marine Engineering, Offshore Engineering and Naval Architecture Mechanical Design and Manufacturing Engineering • International student body • International Citations - Which Newcastle? • International Employers

36. Partnerships & In Country Delivery Newcastle University ? NUMed CampusNusajaya, Malaysia Singapore Institute of TechnologySingapore Partnerships

37. European Student Exchange programmes Newcastle University Student Exchange

38. 4. Engagement(Regional, National, International) • Where our Teaching and Research impacts on our civic responsibility • Working with local stakeholders • City Council, Newcastle/Gateshead Initiative, • Newcastle Science City • Science Central • Local Enterprise Partnership City & regionally based organisations (e.g. Lit. & Phil, faith communities) • Sage Gateshead • Offer what we have. • Museums: Great North Museum : Hancock Hatton Gallery • Public Lectures - Insights • Concerts • Northern Stage • New Writing North

39. Newcastle University

40. Where does our Income come from and where is it spent? 5. Financial and Environmental Sustainability Total Income 2012/13 £405m ? ? Total Expenditure 2012/13 £389m

41. 5. Environmental SustainabilityOperational Challenging Government targets on carbon reduction • Recent achievements include; • Recycling rate now over 90%. • 18% reduction in car usage, since 2004 14% increase in public transport usage to travel to work. • Trial of electric cars and charging points on campus. • Biodiversity projects, including reduction of pesticide / herbicide use and creation of allotments, woodland corridors and wildlife friendly areas. • Platinum EcoCampus award (2012) (The leading Environmental Management System and Award Scheme for the Higher and Further Education sectors) • Extensive staff, student and community engagement Find out more - Get Involved - Become an Environmental Coordinator www.ncl.ac.uk/saveit

42. 5. Environmental SustainabilityResearch Newcastle University’s second societal challenge theme is Sustainability. The Newcastle Institute for Research on Sustainability NIReS aims to bring people together to develop sustainable responses to the great challenges of our age: ensuring that everyone has access to a fair share of the world’s resources in perpetuity. For more information, please visit; www.ncl.ac.uk/sustainability Enough, for all, forever.

43. Summary • Newcastle University is one of the 24 Universities in the Russell Group • Large and growing student population • Large employer (3rd largest based on Tyneside ?) • Income as big as Manchester United (but without the enormous debt) • Offer a very broad range of educational opportunities • World-class reputation for research excellence: • spearheading three major societal challenges with impact on global society. • Ageing • Sustainability • Social Renewal • Research income 50% more than the other 4 universities in the North East combined • We ranked 18th in The Times/Sunday Times 2014 Survey published 2013 • Amongst our peers, in 2013 Newcastle ranked: • 5th in the UK for employability of its graduates • 10th in the UK for student satisfaction • First UK university to establish a fully owned international branch campus for medicine. NUMed Malaysia - opened 2011 • Doing well against Strategic Objectives, … but will do better Thank you

44. The Cultural offer Public Lectures - a programme to inform, stimulate, entertain, and excite debate http://www.ncl.ac.uk/events/public-lectures/ Great North Museum : Hancock - Free entry and great for all ages (now houses all the 3 University museums) http://www.twmuseums.org.uk/great-north-museum.html Hatton Gallery - Free entry http://www.twmuseums.org.uk/hatton-gallery.html Northern Stage - great theatre on campus http://www.northernstage.co.uk/ Newcastle Centre for the Literary Arts - programme of events open to all http://www.ncl.ac.uk/ncla/

45. Newcastle University, Organisation, Structure and GovernanceorWho Runs Your University? Veryan Johnston Executive Director of Human Resources

46. Governance structures at the Newcastle University • 1963 Act of Parliament • Court – large body, external facing, lay majority • Council – the supreme governing body • Senate – the supreme governing and executive body in all academic matters • Academic Board – all academic and equivalent staff • Convocation – all graduates • Faculties – schools/institutes

47. Academic Structure 3 Faculties Humanities & Social Sciences Medical Sciences Science, Agriculture & Engineering Schools, Research Institutes and Centres Pro-Vice-Chancellors for Faculties Deans – Postgraduate, Undergraduate, Research (and Business Development, International, Clinical Medicine) Heads of Schools/Institutes

48. Professional Support Services • Accommodation, Hospitality Services and Sport • Development and Alumni Relations Office • Estate Support Service • Executive Office • Finance and Planning • Human Resources • Humanities and Social Sciences Faculty Support Team • Information Systems and Services • Internal Audit • Library • Marketing and Student Recruitment Directorate • Medical Sciences Faculty Support Team • Public Relations • Research and Enterprise Services • Science, Agriculture and Engineering Faculty Support Team • Student and Academic Services

49. Council • Governing body of the University • Responsible for University finances • Formally accountable for all aspects of the University including its overall performance and the propriety of its operations • Up to 25 members • Lay majority • Chair - a lay member

50. Senate • Supreme authority on academic matters • Responsible for regulating and directing the academic work of the University • Up to 36 members – majority elected • Chair - Vice-Chancellor